This is “Rituals of Conversation”, section 16.5 from the book Communication for Business Success (Canadian Edition) (v. 1.0).
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Conversations follow rules.
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You no doubt have participated in countless conversations throughout your life, and the process of how to conduct a conversation may seem so obvious that it needs no examination. Yet, all cultures have rituals of various kinds, and conversation is one of these universal rituals. A skilled business communicator knows when to speak, when to remain silent, and to always stop speaking before the audience stops listening. Further, understanding conversation provides a solid foundation for our discussion on employment interviewing in Chapter 20 "Communicating for Employment". Employment interviews follow similar ritual patterns and have their own set of expectations. Expectations may differ based on field, level, knowledge, and experience, but they generally follow the five steps of a basic conversation.
Why discuss the ritual of conversation? Because it is one of the main ways we interact in the business environment, and it is ripe for misunderstandings. Our everyday familiarity with conversations often makes us blind to the subtle changes that take place during the course of a conversation. Examining it will allow you to consider its components, predict the next turn, anticipate an opening or closing, and make you a better conversationalist. Steven Beebe, Susan Beebe, and Mark Redmond offer us five stages of conversation that are adapted here for our discussion.Beebe, S. [Steven]., Beebe, S. [Susan], & Redmond, M. (2002). Interpersonal communication relating to others (3rd ed.). Boston, MA: Allyn & Bacon.
The first stage of conversation is called initiationThe first stage of a conversation., and requires you to be open to interact. How you communicate openness is up to you; it may involve nonverbal signals like eye contact or body positions, such as smiling or even merely facing the other person and making eye contact. A casual reference to the weather, a light conversation about the weekend, or an in-depth conversation about how the financial markets are performing this morning requires a source to start the process: someone has to initiate the exchange. For some, this may produce a degree of anxiety. If status and hierarchical relationships are present, it may be a question of who speaks when according to cultural norms. The famous anthropologist Bronislaw Malinowski called small talk “phatic communionRitual small talk.,”Malinowski, B. (1935). The language and magic of gardening. London, England: Allen & Unwin. reinforcing the idea that there is a degree of ritual across cultures on how we initiate, engage, and conclude conversations.
The previewAn indication, verbal or nonverbal, of what the conversation is about, both in terms of content and of the relationship. is an indication, verbal or nonverbal, of what the conversation is about, both in terms of content and in terms of the relationship. A word or two in the subject line of an e-mail may signal the topic, and the relationship between individuals, such as an employee-supervisor relationship, may be understood. A general reference to a topic may approach a topic indirectly, allowing the recipient to either pick up on the topic and to engage in the discussion or to redirect the conversation away from a topic they are not ready to talk about. People are naturally curious, and also seek certainty. A preview can serve to reduce uncertainty and signal intent.
Joseph DeVito characterizes this step as getting down to business, reinforcing the goal orientation of the conversation.DeVito, J. (2003). Messages: Building interpersonal skills. Boston, MA: Allyn & Bacon. In business communication, we often have a specific goal or series of points to address, but we cannot lose sight of the relationship messages within the discussion of content. You may signal to your conversation partner that there are three points to address, much like outlining an agenda at a meeting. This may sound formal at first, but if you listen to casual conversations you’ll often find there is an inherent list or central point where the conversational partners arrive. By clearly articulating, either in written or oral form, the main points, you provide an outline or structure to the conversation.
Similar to a preview step, this stage allows the conversational partners to clarify, restate, or discuss the points of the conversation to arrive a sense of mutual understanding. In some cultures the points and their feedback may recycle several times, which may sound repetitious to Western ears. In Western cultures we often get to the point rather quickly and once we’ve arrived at an understanding, we move quickly to the conclusion. Communication across cultures often requires additional cycles of statement and restatement to insure transmission of information as well as reinforcement of the relationship. Time may be money in some cultures, but time is also a representation of respect. Feedback is an opportunity to make sure the interaction was successful the first time. Failure to attend to this stage can lead to the need for additional interactions, reducing efficiency across time.
The acceptance of feedback on both sides of the conversation often signals the transition to the conclusion of the conversation. Closings are similar to the initiation step,Knapp, M., & Vangelisti, A. (2000). Interpersonal communication and relationships (4th ed.). Boston: Allyn & Bacon. and often involve ritual norms.Malinowski, B. (1935). The language and magic of gardening. London, England: Allen & Unwin. Verbal clues are sometimes present, but you may also notice the half step back as conversational partners create additional space in preparation to disengage.
There are times when a conversational partner introduces new information in the conclusion, which can start the process all over again. You may also note that if words like “in conclusion” or “oh—one more thing” are used, a set of expectations is now in force. A conclusion has been announced and the listener expects it. If the speaker continues to recycle at this point, the listener’s listening skills are often not as keen as they were during the heat of the main engagement, and it may even produce frustration. People mentally shift to the next order of business and this transition must be negotiated successfully.
By mentioning a time, date, or place for future communication you can clearly signal that the conversation, although currently concluded, will continue later. In this way, you can often disengage successfully while demonstrating respect.
Conversations have universal aspects we can predict and improve. We can use the dynamics of the ritual of conversation to learn to prepare for communication in the work environment.